Document directory
- 1.1 Preparation phase (Preliminary)
1.1 Preparation phase (Preliminary)
Stages of enterprise architecture development methods-preparations
1.1.1 Objectives
The goals of the preparatory stage are:
- Reviews the background and environment of the organization that carries out the Enterprise Architecture activities.
- Identify the sponsors of the enterprise architecture and other key stakeholders that will be affected by the business directive for creating the enterprise architecture, and determine their needs and priorities and their relationship with the Organization, and the work actions required between them.
- Ensure that all involved or benefiting persons are committed to the success of the Architecture process.
- Enable the architecture sponsor to develop requirements for the work in the business areas to be affected.
- Determine the elements of each enterprise organization affected by this business instruction and define its scope. In addition, various constraints and assumptions need to be defined for these elements.
- Define the Organization's "Architecture footprint", including the personnel responsible for implementing the architecture, their locations and responsibilities.
- Defines the framework and detailed methods used for enterprise architecture construction.
- Determine a governance and support framework to provide business process and resource support for architecture governance throughout the ADM process. This framework will ensure the suitability of the target architecture (fitness-for-purpose) and evaluate its performance during the process.
- Select and implement various tools and infrastructure to support architecture activities.
- Define architecture principles, and these principles will become part of the effort to constrain the architecture.
1.1.2 Method
The preliminary stage is to define for the enterprise or organization where, why, who is responsible, how to create the architecture, and what is the general content of the architecture, including the following main aspects:
- Determine the scope of the enterprise and identify the stakeholders that will benefit from the enterprise architecture.
- It is necessary to clarify the organizational background and environment in order to make an effective and wise decision (including how to crop the framework to suit the needs of the organization) for the adoption of a framework in an enterprise, this includes the following considerations:
- The business model of the enterprise architecture and the budget plan of the enterprise architecture activities.
- Stakeholders related to the architecture and their concerns in the enterprise.
- The intention and culture of the Organization.
- Currently, IT is used to support the change execution and IT operation processes.
- Baseline architecture landscape, including the current state of the enterprise and how the landscape is presented in the form of documents.
- Skills and capabilities of the Organization that will use the architecture framework.
- Architecture work requirements: the business requirements behind the architecture work drive the development of architecture work requirements and performance indicators. These requirements should be clear enough so that business output and resource requirements can be defined. At the same time, brief enterprise business information requirements and enterprise architecture work strategies related to them will also be defined.
- Formulation principles: The Architecture Principles formulated at this stage will become an important part of future content used to constrain the architecture.
- Clear organization management framework: the enterprise architecture development method is a common method. It can be applied to different industries or integrate with existing management frameworks in enterprises. Generally, management frameworks that can coordinate with togaf include business capability management, portfolio/project management methods, operation management methods, and solution development methods. These frameworks are not isolated from each other, but are overlapping and combined to provide value for the Organization. Therefore, togaf cannot only focus on IT implementation, but should expand its horizons, focus on its impact on the entire organization. This integration with other frameworks in the organization also puts forward the requirements for the Organization to introduce togaf, that is, the Organization should make appropriate changes according to its own characteristics.
- Associating various management frameworks: Since there are various management frameworks and methods with different roles in the organization, the partnerships between them and the enterprise architecture should be clearly defined. The togaf specification lists a management framework diagram shown in:
Relationship and interaction between management frameworks in an organization
- Plan the Maturity evaluation of Enterprise Architecture/business changes: the Capability Maturity Model (CMM) is an effective method for evaluation based on various selected factors, this is also true for enterprise architecture construction. The actual level of maturity provides a strategic evaluation and a series of steps to improve the organizational capability of the Organization. A good enterprise architecture Maturity Model should cover the characteristics of the enterprise to a large extent, including both the business and technical aspects. Each organization can develop evaluation factors based on its own situation and establish a maturity model suitable for itself accordingly, however, TOGAF recommends that organizations customize maturity models that meet their needs based on an existing and open Maturity Model (such as NASICO and Federal Enterprise Architecture maturity models, instead of creating it out of thin air.
1.1.3 Input and Output
The input materials required in the current phase and the deliverables output in this phase are summarized as follows:
Input Inbound |
References |
TOGAF Standard |
Other Architecture Materials |
Non-Intrusive Input |
Board policies and business plans, business principles and strategies, business objectives and driving forces |
Main business framework currently running |
Governance and legal framework, including architecture governance policies |
Budget for Project Study Review |
Cooperation with third parties and related contracts |
IT Strategy |
Intrusive Input |
Enterprise Architecture organization model, including:
- Scope of affected organizations
- Maturity evaluation, gaps and solutions
- Roles and responsibilities of the Architecture Team
- BUDGET REQUIREMENTS
- Governance and support policies
|
Current Enterprise Architecture (if any), including:
- Architecture Method
- Architecture content
- Configuration and deployment tools
|
Current Enterprise Architecture Principles |
Current Enterprise Architecture resource library |
Input Output |
Organizational Model of the enterprise architecture, including:
- Scope of affected organizations
- Maturity evaluation, gaps and solutions
- Roles and responsibilities of the Architecture Team
- Architecture work constraints
- Reuse requirements
- BUDGET REQUIREMENTS
- Change Request
- Governance and support policies
|
Customized enterprise architecture framework, including:
- Customized architecture Method
- Customized architecture content (deliverables and products)
- Architecture Principles
- Configure and deploy tools, including evaluation reports (If evaluated)
|
Prototype of Enterprise Architecture resource library |
Statement or reference of business objectives, principles, and driving forces |
Architecture work requirements |
Governance Framework |
1.1.4 step
The steps to be performed in the current phase are summarized as follows:
- Define the scope of the enterprise organization to be affected.
- Determine the governance and support framework.
- Define and establish an enterprise architecture team and organizational structure.
- Define and formulate architecture principles.
- Select and customize the architecture framework.
- Implement related architecture tools.
